Case Analysis : Westlake Lanes

night, it is likely incompatible with the business strategy to pursue convert Westlake Lanes into

Throughout the years Westlake Bowling lanes performance level was reducing, Shelby Givens was appointed as the general manager in order to make the situation better and repay the long-term loans. Board faced the situation whether to sell the business and repay the loans (or) to continue its operations as Shelby Givens plans shows promising revenue in the future.

Using this business plan, even though the investment would be late, it would take another 3.5 years for WBL to break even, considering profit as $6100 per month (profit 359.1% of the monthly average in 2009) and an investment of $240,000.

Tanglewood, founded in 1975, has undergone rapid growth over the years. The rapid growth, however, has caused issues across the organization. Each store manager has their way of doing things when it comes to running the store. Because of the differing of attitudes across stores and the unstructured staffing process, Tanglewood has experienced significant turnover and financial loss. Tanglewood primarily hires internally because they feel “individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood (41).” Tanglewood

On 10-08-16 at approximately 1555 hours, Officer Harrell #3441 and I contacted Marin at 384 E. Orange Grove Boulevard, Pasadena. The area is commonly known for male Hispanics drinking alcoholic beverages in public and contacts for public intoxication have resulted in arrest. A records check was conducted on Marin which revealed an outstanding warrant for his arrest. A pat down search was conducted on Marin. Marin was asked in the field if he had any contraband in his possession, which included narcotics. Marin stated he did not have any narcotics or contraband. Marin was arrested on the warrant and taken to Pasadena City Jail for booking. While inside of the jail, Marin was again asked if he had any narcotics in his possession, which he denied.

I responded to 410 South Brundidge Street in reference to a suspicious circumstance call. Upon arrival, I spoke with Michael Peacock. Peacock advised that he heard a loud "boom" and someone going through the residence. Peacock stated that he just thought it was one of his roommates. Peacock stated that someone started kicking his room door and he grabbed his knife and ran to the bathroom. While in the bathroom, Peacock called 9-1-1 and locked the door. Peacock couldn’t advise on anything missing at this time. There was a busted out window in the back of the unit. Photos were taken on my body cam.

● K street holds the offices of the nearly seven thousand organizations that are represented in Washington

Southwest Freeway Retail Center Houston, Texas PROFORMA INCOME & EXPENSE STATEMENT CURRENT RENTAL REVENUE $432,229 Vancant Space at Market $31,959 GROSS POTENTIAL RENTAL INCOME $464,188 Other Income: Reimbursable Expenses $0 Signage $15,000 Total Other Income $15,000 Total Potential Income $479,188 Less: Vacancy & Collection Loss $0 EFFECTIVE GROSS INCOME $479,188 OPERATING EXPENSES: Administrative $3,000 Utilities $8,000

In a symbolic viewpoint, I think the “old-guard” failed to raise their concerns properly to the management. The team was not use properly method to request for additional help to the management. The team was lack on common goals to improve the customer satisfaction.

Richard Hoffman, the Executive Vice President, could not have been more right when he acknowledged that Peter Browning had a difficult job in front of him. It was Peter’s job to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Under Continental’s management, Peter Browning was faced with several issues.

White: The problem with Bob White is that even after retirement, he still had huge influence on White Cap’s management and employees, since they were used to his friendly and employee-oriented management style. Changes in management style could incur negative response within the company. To deal with White’s legacy, Browning should make current employees known he’s achievement and capabilities to accept and trust him. Also, he should persuade the employees the changes are necessary due to new competitors and new technologies in market.

Westlake Lanes operated at losses for the recent 3 years. How can they turn around their operational performance.

James McMaster and Jan Nowak wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard

Cross-functional teams are vital in many businesses, because it increases productivity, enhances communication between departments, and leads to overall success in a company. Boldflash is a company that has fallen behind on this front, and is thus struggling to keep up with its competitors. Roger Cahill, the new vice president of the Mobile Division, is faced with the challenge of finding a way to restructure the departments in his division in order to increase productivity and improve the product development process.

The Portman Hotel sought to maximize service while minimizing management overhead; therefore, they cut some middle management, such as the manager of food and beverages. Because of this strategy, some top level managers had many more employees reporting to them directly. For example, Spencer Scott, the director of room services, had over 60 personal valets reporting to him directly when the hotel first opened. Exhibit 2 in the case study shows that the position of the executive assistant manager was vacant. Some PVs and their supervisor blamed Scott for lack of supervision because they thought he was too busy to know answer for every little question.